1. VISTEON MATERIAL OUTWARD STORE
Self Enhancement Activity of TVSLSL
Productivity Improvement & Improving material
flow
OWNERSHIP TEAM:
K.Imrankhan
SUPPORT TEAM :
Mahendran .m
1

2. Imran khan
& team
Vision Officer
Member
Development
by Coaching of
Problem Solving
Imran khan
Project Team Co Operation
OWNERSHIP TEAM OF ACTIVITY
CUSTOMER
Sharing the Success Story
Develop All team Members
2
Mahendran

3. Manpower Breakup
3
S.NO WORKING AREA Shift A Shift B Shift C
NO OF
HEAD COUNTS
1 LINE FEEDING & FORD SEQUENCE 5 5 5 15
2 DISPATCH- HMI & REPACKING 3 3 3 9
3 DISPATCH- FORD 3 3 3 9
4 DISPATCH- MOBIS 2 2 2 6
5 PACKING - GMI,NISSAN,THAILAND,SPARE,EXPORT 7 3 1 11
6 BOX FEEDING 1 1 1 3
7 EMPTY RECEIVING 2 2 2 6
8 FORD CUSTOMER SUPPORT 2 2 2 6
9 TROLLEY WASHING 2 2 0 4
10 DOCUMENTATION 1 0 0 1
11 SUPERVISORS 1 1 1 3
12 HR 1 0 0 1
13 PLANT INCHARGE 1 0 0 1
TOTAL 31 24 20 75

4. Utilization Figures from Time Study (Line Feeding and Ford Sequence)
Productivity Can be improved
Problem Solving : Step 1. Clarify the problem
Target Areas for
Improvement
4
Sl. Operation Sub line
Current
Manpower/Shift
Work Distribution% Total Utilization %
1
BA HVAC
BA Hvac
1
43%
86% CLICK HERE
2 LCI 10%
3 Bols 15%
4 PA 17%
5
B515 HVAC
HA Hvac
1
22%
71% CLICK HERE
6 B515 Hvac 31%
7 B515 Cond 8%
8 Comp 11%
9
COOLING MODULE
B517
1
14%
76% CLICK HERE
10 HA COOL MOD 18%
11 BA COOL MOD 25%
12 RBI 19%
13
A/C HOSE
BA P
1
17%
65% CLICK HERE
14 BA D 11%
15 B517 16%
16
PA 10%
BIN 10%
17
18 FORD SEQUENCE B517 Cooling module 1 50% 50% CLICK HERE
TOTAL AVG 70%

5. 5
EXISTING LAYOUT

6. How did we arrive at the figures?
• Video Analysis to capture process and time required
• Determine the appropriate Unit of Measure (UOM)
• Collect data to calculate average volume / day of the UOMs
• Calculate total time required per activity
• Arrive at utilization rate by comparing time required total available
hours at the activity
Problem Solving : Step 1. Clarify the problem
6

7. Sample Study Data of Waiting Time
Waiting time - 5 cycle for each line
Waiting Reason Wait Time %
Total Time NVA =
2.24 hours(144
mins)
Cumulative
Waiting for fork lift 38% 55 mins 38%
Quality Check delay 28% 40 mins 66%
Gangway Blocked 17% 24 mins 83%
Waiting for Air
Cleaning area
17% 24 mins 100%
7
38%
28%
17% 17%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Waiting for fork lift Quality Check delay Gangway Blocked Waiting for Air
Cleaning area

8. Reduce footfall by streamlining
activities and improving process
Problem Solving : Step 3. Set target
Target of activity
Sl. Target Metric Current Initial Target
1. Labour utilization in numbers per shift 5 4
2. Labour Utilization % Average (Improvement Areas) 70% 87%
8

9. Root Cause Analysis – Quality check delay
Problem Solving step 4 : Analysis of the root cause
Quality check
delay
4 sub lines parts
checking in single
quality checking
points
Why? Why?
9
Location Not
Available

10. Root Cause Analysis – Waiting for forklift
Problem Solving step 4 : Analysis of the root cause
Waiting for forklift Trolley not available
on floor
Why? Why?
10
Forklift operator
does not know the
next picking trolley
Introducing Kanban

11. 11
Gang way block
too many parts
waiting at
gangway for noise
check
No separate space
allocated for
unchecked parts
Root Cause Analysis – Gangway block
Problem Solving step 4 : Analysis of the root cause
Why? Why?

12. Root Cause Analysis- waiting at air cleaning area
Problem Solving step 4 : Analysis of the root cause
12
Waiting at air
cleaning area
Too many trolleys
handle in single
air cleaning area
Route and work
balance not fixed
Why?Why?

13. Problem Solving step 5 : Develop countermeasure
13
SL.NO PROBLEM STATEMENT ROOT CAUSE COUNTER MEASURE
1 QUALITY CHECK DELAY LOCATION ALLOCATION NOT DONE ALLOCATE SEPARATE LOCATION FOR NOISE PARTS
2 WAITING FOR FORKLIFT IMPROPER PLANNING BY LINE FEEDER & OPEARTOR DESTACKED TROLLEY HAVE TO BE KEPT AS PER KANBAN click here
3 GANGWAY BLOCKED NO SEPARATE LOCATION ALLOCATED FOR UN CHECKED PARTS ALLOCATE SEPARATE LOCATION FOR UN CHECKED PARTS
4 WAITING FOR AIR CLEANING AREA
ROUTE and WORK BALANCE NOT FIXED(4 LINE FEEDER USING 3 AIR
CLEANING HOSES)
(PROFILE CLUBBING) 4 LINE FEEDER REDUCE INTO 3

14. Kanban Process
Feed the empty trolley to
empty line with kanban card
Go to empty
location point
Forklift operator
picking the kanban
card and destack
the trolley
Line feeder pick the
trolley FIFO wise
(Card triggering
basis)
Filled trolley pick from
line side
- Returnable flow- Material Flow- Document flow - Information Flow
Place the kanban card to
kanban board
Move to FG location
& taking the kanban
card from the trolley
Single trolley
position at allotted
Area with kanban
card

15. ALLOCATED SEPARATE LOCATION FOR NOISE PARTS
15
Before After

16. DESTACKED TROLLEY HAVE TO BE KEPT AS PER KANBAN
16
Before After

17. EXISTING & PROPOSED EFFIECENCY
17
EXISTING EFFIECENCY PROPOSED EFFIECENCY
BA Hvac
3
43%
86%
BA Hvac
3
43%
87%
LCI 10% BA P 17%
Bolster 15% BA D 11%
PA 17% B517 16%
HA Hvac
3
22%
71%
HA Hvac
3
22%
82%
B515 Hvac 31% B515 Hvac 31%
B515 Cond 8% B515 Cond 8%
Comp 11% PA 10%
B517
3
14%
76%
Comp 11%
HA COOL MOD 18% B517
3
14%
86%
BA COOL MOD 25% HA COOL MOD 18%
RBI 19% BA COOL MOD 25%
BA P
3
17%
65%
BIN 10%
BA D 11% RBI 19%
B517 16% B517 Cooling module
3
50%
92%
PA 10% Bolster 15%
BIN 10% PA 17%
B517 Cooling module 3 50% 50% LCI 10%
TOTAL AVG 70% TOTAL AVG 87%

18. NEXT IMPROVEMENT TARGET AREA
(HYUNDAI DESPATCH AND REPACKING AREA)
18

19. Utilization Figures from Time Study (HMI DISPATCH
& REPACKING): Productivity Can be improved
Problem Solving : Step 1. Clarify the problem
Target Areas for
Improvement
19
EXISTING EFFICIENCY
Sl. Operation Sub activity
Current
Manpower
Work
distribution
%
Labour Utilization %
1
HMI
REPACKING
KIT READINESS FOR HA - HOSE,BRACKET,TANK & COMP BOLT
REPACKING
1
11%
38%2
KIT READINESS FOR PA - HOSE,BRACKET,TANK & COMP BOLT
REPACKING
10%
3 STOCK TAKING & BIN READINESS 12%
4 KIT READINESS FOR BA - HOSE,TANK & COMP BOLT REPACKING 5%
5
HMI FLT
OPERATOR
DESTACKING
1
6%
70%
6 DUNNAGE AUDIT BEFORE LOADING 10%
7 TRUCK AUDIT BEFORE LOADING 9%
8 LOADING THE PARTS TO TRUCKS AS PER INVOICE 44%
9
HMI VANNING
PERSON
PLAN RECEIVE FROM POINT CHAMPION
1
5%
72%
10 STOCK TAKING 4%
11 AS PER PLAN PARTS PICK FROM FG LOCATION 30%
12 DUNNAGE AUDIT BEFORE VANNING 10%
13 VANNING ARRANGEMENTS AS PER PLAN 14%
14 PHYSICAL vs INVOICE VERFICATION 8%
TOTAL AVG 60% click here

20. Reduce footfall by streamlining
activities and improving process
Problem Solving : Step 3. Set target
Target of activity
20
Sl. Target Metric Current Initial Target
1. Labour utilization in numbers per shift 3 2
2. Labour Utilization % Average (Improvement Areas) 60% 90%

21. EXISTING & PROPOSED EFFICIENCY – WITH WORK RE-
ALLOCATION
21
EXISTING EFFICIENCY
Sl. Operation Sub activity
Current
Manpo
wer
Work
distribui
tion %
Labour
Utilizatio
n %
1
HMI
REPACKIN
G
KIT READINESS FOR HA - HOSE,BRACKET,TANK
& COMP BOLT REPACKING
3
11%
38%
2
KIT READINESS FOR PA - HOSE,BRACKET,TANK
& COMP BOLT REPACKING
10%
3 STOCK TAKING & BIN READINESS 12%
4
KIT READINESS FOR BA - HOSE,TANK & COMP
BOLT REPACKING
5%
5
HMI FLT
OPERATO
R
DESTACKING
3
6%
70%
6 DUNNAGE AUDIT BEFORE LOADING 10%
7 TRUCK AUDIT BEFORE LOADING 9%
8
LOADING THE PARTS TO TRUCKS AS PER
INVOICE
44%
9
HMI
VANNING
PERSON
PLAN RECEIVE FROM POINT CHAMPION
3
5%
72%
10 STOCK TAKING 4%
11 AS PER PLAN PARTS PICK FROM FG LOCATION 30%
12 DUNNAGE AUDIT BEFORE VANNING 10%
13 VANNING ARRANGEMENTS AS PER PLAN 14%
14 PHYSICAL vs INVOICE VERFICATION 8%
TOTAL AVG 60%
PROPOSEDEFFICIENCY
Sl. Operation Sub activity
Current
Manpo
wer
Work
distribuiti
on %
Labour
Utilizati
on %
1
HMI FLT
OPERATO
R
DESTACKING
3
6%
87%
2 DUNNAGE AUDIT BEFORE LOADING 10%
3 TRUCK AUDIT BEFORE LOADING 9%
4 LOADING THE PARTS TO TRUCKS AS PER INVOICE 44%
5 STOCK TAKING & BIN READINESS 12%
6
KIT READINESS FOR BA - HOSE,TANK & COMP
BOLT REPACKING
5%
7
HMI
VANNING
PERSON
PLAN RECEIVE FROM POINT CHAMPION
3
5%
93%
8 STOCK TAKING 4%
9 AS PER PLAN PARTS PICK FROM FG LOCATION 30%
10 DUNNAGE AUDIT BEFORE VANNING 10%
11 VANNING ARRANGEMENTS AS PER PLAN 14%
12 PHYSICAL vs INVOICE VERFICATION 8%
13
KIT READINESS FOR HA - HOSE,BRACKET,TANK &
COMP BOLT REPACKING
11%
14
KIT READINESS FOR PA - HOSE,BRACKET,TANK &
COMP BOLT REPACKING
10%
TOTAL .AVG 90%

22. 22
PROPOSED LAYOUT

23. BENEFITS
Tangible
Reduced 6 man heads out of 75
Direct cost saving of Rs.8.69 lakhs per
annum (rs.12077*6*12)
Intangible
Work efficiency is improved from 70%
to 87% at Line Feeding and Ford
Sequence
Work efficiency is improved from 60%
to 90% at Hyundai Dispatch and
repacking
Customer delighted and opportunity for
encirclement
23

24. Thank You
24